tv Navy League Sea Air and Space Exposition Part 1 CSPAN May 7, 2019 1:44am-3:19am EDT
that you can then present to the state so the states can plan long-term for infrastructure projects and that is something that lacked for several years until 2015 with the current law and prior to getting to that highway law, the 2015 law, you had more than 30 short-term extensions on the highway funding authorization. all of these groups don't want to cover return to that. what they want is long-term solvency of infrastructure funding accounts and this way, from the federal level, you have a strong partner that can team up with states and the states and the long-term benefit will be to reduce congestion on the highways. if you have better roads and bridges, you and i will spend less time in traffic. .ost: eugene mulero
ttnew >> now, leaders from the navy, coast guard, marines, and maritime administration talk about the current state and future of u.s. military reserve -- u.s. military and reserve readiness. it was part of the navy sea, air, and space exposition. >> good morning, everyone. thank you for coming. the navy league has chosen to frame this kickoff panel in interesting way. what does it take to command our maritime forces? it reminds me of a conversation i had some years ago and i ask, -- and i asked, why do navy command tours last about 18 months? and he said, well, you see, is just so hard to stay awake any longer than that. [laughter] i don't know if that rings any
bells. i don't know if that rings any orls with cno richardson commandant neller, but i know that we are delighted to have them here to lead off our day. what does it take to command our maritime forces? i understand this is seeking to know what the leadership philosophies are necessary to guide us through our changing times and how we apply the philosophies to today's very specific circumstances, changing times. the pentagon is refocusing on great power conflict. advanced technology bringing new capabilities to actors large and small. the world is warming, the climate is changing. and so i've asked each of our panelists to start off talking about what it takes to lead the world is warming, the climate is changing. and so i've asked each of our panelists to start off talking about what it takes to lead their services in this time of immense change. and that will start us off on a discussion and i'll add some
questions, but what i'm really trying to foster here is good, professional dialog among our panelists. so, ultimately, i'll open it up to your questions. so, get those ready and when it's time, raise your hand and someone will bring a mic to you. i don't think we have mics stand up, we are going to bring the mic to them. oh, and if you would please keep the questions short. oh, keep them short. all right. so let's start with you, admiral richardson and go down the line to the general, admiral schultz and administrator busby. >> great. happy to lead off. before i get going, maybe just like to say what a worldclass event this year's sea, air, space exposition is, and it gets better every single year, but i think it's riding a great wave of enthusiasm and professionalism and skill that is the navy league of today. so for the head table down here,
let's give a nice round of applause for the navy league and everybody that's down there. doing terrific work. top-notch. [applause] i'd like to say with a great deal of humility that i share the stage with my fellow partners here, friends, colleagues, fellow commanders in every respect and sense of the word. so like i said, you know, i look forward to learning from them in that spirit of continuous learning. i think that our approach to command rides on a couple of fundamental principles. one, militaries in general and i think maritime forces in particular thrive on a decentralized approach to command. all right?
we do best by giving our commanders the mission, some commanders intent and then sending them over the horizon with their teams and with full expectation that they're going to go out there, execute the mission, not only really execute the mission, but do everything that they can to move towards our ultimate objective. seizing every fleeting opportunity and to do that. and you know, some of those opportunities, we're just not going to see back at the higher headquarters. a great deal of expectation and trust and confidence placed in the leaders. in fact, trust and confidence i would say are the coins of the realm for the leadership in the military and in the maritime forces. and so, we ask ourselves, what does it take, really, to earn or, you know, have that relationship of trust and confidence particularly with respect to command? and we've centered on four things, you know, one, you've got to have expertise. you've got to know what you're doing from a technical standpoint.
otherwise, no matter how sincere you are, you're just not going to know good from bad, right? and a situation could be decaying in front of you and without that expertise you wouldn't know it to react to it. there's technical expertise, you've got to know your business. and then the three elements that we've also got to instill in that commander are certainly responsibility, accountability, very familiar to everybody who has ever held command, and then authority, right? because the most frustrating situation is where we send someone out with great expectations, a mission, we're going to hold them responsibility and accountable for that mission, but they don't have the full authority needed to really get after it and execute it. and so, it's those four things. if you're short one of those four things, i don't think that you've got full ownership of the situation and it's very hard to have that relationship of trust
and confidence. and so, i think maybe that's enough theory of the case, and i'll let my colleagues speak to, you know, some specific applications. >> well, good morning, everybody and i'm echo the cno's comments. thanks to the navy league and to the organizations out there that advocate and support and do great stuff for all the members of the sea service and all of our members of our military. it's important that you are the connecting file between those of you wearing the uniform and many of you previously wore the uniform connecting between us and the american people and we really appreciate that because i think it's important that we maintain that connection. i think, as you get near the end, and i'm not going to speak for the cno, he's still got some time to go, but i've never been in a job this thing. it was mentioned 18 months, man, that would have been wonderful. so now approaching 40, 40
months, 42 months, 43 months. who's counting? but you kind of get -- coming up on four years, coming up on four years, pretty close. but you kind of get retrospective and look back and think about probably more than you should the stuff you wish you had done as opposed to the stuff you did get done. i was headed to quantico the other day and having a discussion about safety, live fire, ground maneuver and one of the senior marines there goes you know, general, you're kind of like the village elder. [laughter] that's better than the village idiot. [laughter] so i guess i am the village elder because i am the oldest active duty serving marine today and you know, as you get here, you look back at what the service was like when you came in and i'm not going to go down memory lane with everybody, but back to the leadership thing. you know, you don't know what
you don't know. you think when you come into this office you know a lot about the marine corps, but again, as people said to me, how do you-- how is it going? i said i don't know, i've never been the commandant before and there's a lot of things, just like john's never been the cno before so you know what you know, but it's a very different thing and i think that the things that as you're trying to lead and change an organization, because i think everybody knows there's change required. we've been at war since 9/11. we've been fighting a certain type of adversary and in the meantime, others have come up with capabilities and reasserted themselves on the global scene and we've got to adjust to that. so, in order to do that, you have to make tough choices. the dilemma we've faced talking in a practical sense, maintain current operations, reset or the gear you have to do that and at the same time create a future
force that going to be able to be competitive against what you're trying to predict is the adversary, which is a difficult task, even with unlimited resources. but i think in order to do that, i think you have to be open to look at others, both other organizations. i read, i think, admiral richardson, i'm not saying this because i'm trying to suck up to him i'm satisfying -- saying it because it's true, he's reached out and training, and sailors, and becoming a learning organization. i think you have to have a certain level of curiosity as to why something happened. i think you look at everybody and see what they're doing and if you're not paying attention to what they're doing and adjust yourself accordingly, i think you're missing something along the way. because there's the change that is downstairs on the exhibit floor and all the things that we're dealing with, the change that's happening so quickly, that probably at a more rapid pace than we've ever seen
because of the exponential rate of technology. the singularty, and everything is rapidly exponentially accelerating. all of that is going on and i think you have to be open to those things. i think you have to surround yourselves with people knowledgeable about that stuff and knowledgeable about things that you're not knowledgeable about and empower them to be able to speak their mind. every organization has people that are with your normal times be considered on the periphery because they're not afraid to stand up and speak their mind and criticize and come up with new ideas and a lot of times, the crowd will shout them down as opposed to embrace them and protect them and i think you
have to be able to take that. because it is painful when you've got people within your own organization shouting out hey, why aren't we doing this, do that? instead, you should say that's a decent question and we probably should take a look at that. i don't know -- i don't have any secret sauce other than being competent to the best of your ability. hopefully others see the same way, but being a person of virtue and character, being open to new ideas and being willing to accept the risk for change as we go forward and i think, you know, we won't know how we did, maybe for ten years, when somebody looks back and say, hey, this is when we started to make the change from a to b. him and but again, i appreciate the opportunity to be here and appreciate what you do and in support of the naval forces and look forward to your questions. >> thanks, brad. always tough to following the
longest serving member in uniform in the cno. don't forget. he reminds you that constantly. and i take the look through the lens of the coast guard we're smaller, 41,500 geographically dispersed. i want to thank the navy league, the touch points with the coast guard are tremendously impactful. whether it's recognizing the quarters or-- we get a tremendous support from your organization. the industry, we're approaching a $12 billion coast guard today so we have a different relationship with industry than we've had in the past. so for those vendors and folks interested in what we're doing, we're in a vendor, recapitalizing the coast guard. as the fifth armed service, the smallest of the armed services, what's different we're first and foremost an armed force, military force housed different in the homeland security where we should sit, but we're a federal regulatory agency. common sense, and work with maritime industry. we're a law enforcement, first
responder and you see the men and women of the coast guard respond during the last years unprecedented with the hurricane. you bring a different mix, it's not just leading in the military paradigm and dimension, you have to work with one small sheriff and a community in the coast of california and with the national intelligence committee, a member since 2012. as we lead maritime forces it's the broad continuum. i'm keenly focused and our team is, on readiness. the fifth armed service we didn't get the bump up here with the readiness funding that the president rightly applied to the military service. we're getting support in other areas and making that conversation and narrative. i am keenly focused on readiness, all the armed services is looking at environment there's a keen
competition for talent. so i need leaders focused on that. how do you recruit, develop and retain the best and brightest the nation has to offer with an environment less than 3 1/2 unemployment? we have to think differently. i bring about 3500 men and women into the coast guard annually through our training at cape may, and a couple thousand officers. that's a-- a few hundred officers, those aren't big numbers. we've got to treat folks right. we're based on retention model. almost 40% of our men and women go on to careers. and the office of blended retirement folks get to 12 years and have the option to leave the services for an organization, that's apprentice, journeyman, subject matter expert. we've really got to make service attractive and that includes upward mobility and inclusive environment and we're trying to broaden the diversity of the coast guard. i need leaders dialed in on that, dialed in on accomplishing the mission and also looking at how does the world's best coast guard 15 years down the road in a different environment retain talent and remain the best coast guard. the second thing we're focused on is both bob and john talked
about the complexity of the environment. the demand for our services is unprecedented. we've never had more places asking for coast guard. whether it's our domestic homeland security missions counter drug, taken 1.4 million pounds of cocaine off the water and 1800 smugglers, to supporting john's people in the 7th fleet with the national security cutter. the high latitudes, working with the general in the antarctic, we are globally dispersed. how do you take this unique instrument with the broad authority of the coast guard and supply it to the combatant commanders with increasing demand. we still rescue 24,000 people here domestically and support the security in 360 sea ports. 2500 miles of inland rivers, about 5.4 trillion dollars of
annual economic activity tied to 30 million jobs. we're an enabler of economic prosperity and lastly, i touched on briefly, you know, just talking keenly dialed in on mission readiness, mission performance and it's mission excellence, anytime anywhere is what we call it our third line of efforts in our strategic plan. so i'm looking for leaders in the coast guard, and a lead through leaders model like john talked about and bob, empowered leaders that make good choices and understand the political context. one sailor's bad behavior is washington news here quick and think of leaders ahead of the flash to bang news cycle existing. i think i'll stop there and burn it over to buzz here. >> all right. thank you. good morning, everybody. great to be with you again this year. and as the only person in a civilian blue up here today, that, i think, underscores the merchant marine. we're not a uniformed service. people have not sworn in.
these are civilians working for civilian companies who are doing an incredibly important mission for our country ensuring our economic security as well as our national security. they are absolutely key to sustaining the folks that are here in uniform. they are the means by which we are able to project our forces and our power and then sustain it around the world. and it all falls on back of civilian volunteers, people who have made the personal decision to serve at sea in a licensed or unlicensed capacity on ships that don't have a u.s.s. or a coast guard cutter or a usns in front of their names. so commanding and controlling basically a private industry
brings upon its own set of challenges and opportunities the flexibility that we get as a result of that sort of lash up is powerful and enables us to do some things that are otherwise probably constrained in a military environment. we can do that. and i basically have two kind of groups that i have to kind of worry about. i have the purely civilian companies, steamship companies that provide service to the u.s. government, either through commercial contracts or through a maritime security program which we fund and oversee at marad which provides a stipend for 60 militarily useful flagships to stay under the u.s. flag and to carry military and commercial cargos. and to be available in times of crisis when we need them to do that sustained mission.
so i have that group of people and they are doing their regular commercial business day in and day out, but they are subject to kind of the oversight that we provide at maritime administration and then i have the government-owned fleet. this is a ready reserve force. these are 46 ships that i maintain, that i own and they're funded by admiral richardson, that provide our first push of sea lift in the event of a critical emergency or a war lift. coast guard commandant, he gets to ride on his own cruise line provided by the navy, amphibs. they are loaded with his gear and they are out there, but the army doesn't have a cruise line to take them overseas. they rely on me as well as the air force. and then sustainment for all the forces once we get into a prolonged operation. so those 46 ships are maintained in a five-day readiness spread
around the coast. the average age of those ships is 44 and a half years old. i know commandant has got a few of that age as well so we know, we commiserate about maintaining old ships from time to time, but that's a real challenge and those ships have to be ready to go and answer a five-day readiness to move the majority of our garrison based forces overseas in a major contingency. again, crewed by civilian mariners. people who volunteer fulfill those positions. so, working very closely with those companies, with the unions who are absolutely critical, to making sure. and they are probably the first line of command and control over their personnel. and that we work with them and the steamship companies to ensure that we have that reliable efficient sea lift should the nation need it.
and it's, as you heard, it's done with some fairly old equipment, which in itself brings up readiness challenges, 44-year-old ships don't rest easy, and they need a lot of love and tender care and a lot of money, and that's a continuous challenge. also to keep people motivated. you know, when you're on a ship that's not going anywhere very often, keep them active and keep them interested in the program requires a lot of travel by me, i go out and visit them quite a bit and touch them and make sure they understand where they fit in in this grand scheme of our national defense. and by and large they do. and i'll just end by sharing with you the command philosophy that i brought to marad, which is the same one that i used to the military sea lift command
when i commanded there and my very first ship. it's basically three pillars in accomplishing our mission, put your people first above and all and i think you heard that all up and down the line here this morning. second is be a professional. i expect everyone to be the very best at what it is they do. and number three is be a good shipmate because that's how professionals treat each other, as good shipmates. i try to enforce, you keep those three things in mind and we'll be square between them and me and we'll have the force necessary to meet our nation's needs in the future. so thanks. >> great, thank you. i think we heard from several of our folks up here about how crucial learning is to leadership. and especially in a time of great change. i know, general, you mentioned that you like to surround yourself with people who know this stuff and that's how you learn. but i'd like to hear from the other three how you personally learn. your jobs are so difficult. all the easy decisions have been made before they get to you, your time is precious.
where do you find the time to learn and how do you do it? admiral, first with you. >> and sure. first i'd like to say, you got a taste of it in the opening remarks, i learn a lot by spending time with folks like general miller, and the rest of the team up here. and so, you know, the connections between leaders, i would say, are absolutely treasures, right? to make sure that we can learn from one another and learn from one another, not only from a professional standpoint for the technical standpoint, if you will. but also, you know, there's at every level of command, i think, the group of people that you can share issues with gets smaller so it becomes even more important that i can call up our tribal elder every now and then and just ask, now, hey, i'm
dealing with this and how would you do it? there's that type of learning. another thing that's been a key facet of my approach to learning, ever since i taught the submarine command course, we learn a tremendous amount from similar courses from our allies and partners. maybe if we could have somebody here from an allied or partner navy sea or space, stand up and be recognized. everybody. come on. [applause] yeah. thank you so much for that doing that. yeah. thank you so much for that doing that. and boy, i'll tell you, around the fundamental principles of command and what the job we have to do is, our different approaches that are defined by our different circumstances and different nations, that's a tremendous opportunity for learning as well. i always love standing in
formation with our partner navy because you learn a different way of getting after the same amount of business. so, a lot of different avenues for learning. admiral schultz, you want to he will us yours? >> yeah, i would say piggyback on john for us, foreshadowing about the organizations and touch points. for me there's learning inside the life lines and as a commandant you don't envision being the commandant of the marine corps, cno, and you're there. i look to our enlisted leaders and flag-- we're not a big organization, 40 flag officers, many specialties so i find sitting around the table. we have a touch point every friday with our seniormost leadership team and a touch point with broader team on so there's thriving learning monday. inside. and outside, i find the desire, interest in reading books is harder, i find i'm reading more journals, industry things, and news. not by law the joint force, but
the chairman, an allowed the best have allowed the close the privilege to sit with the service chiefs and the joint force at the tanks an sessions. it is a privilege to set with these two gentlemen. we work with the maritime administrator on a regular basis and buzz talked about the ready reserve maritime nsb program. we regulate the space, so those are collaborative leaderships. i find going to new york and talking to abs, being in houston, touch points. for me it's constant what are the folks we regulate. and how do they perceive the coast guard. ultimately you're a regulator, you have to regulate.
how do you take in and understand your role to protect the interest of the nation. for me it's getting out and hearing from folks. i don't like the term customer, but i like to say stakeholders. hearing from the stakeholders. processing that down and through the ranks of my center leader team and how they see it. i'm a surface operator, i've got lawyers, got acquisition folks, how do you pull the best of that team together and then lead the organization forward. >> admiral busby. >> yeah, all-in on the commandant there and it comes down to the c-word, communication. it's not just the transmittal, but especially in this realm, it's the receipt of being willing to listen. typically, you know, as you get more senior, there's a little bit of a tendency to not hear as well either because you've been around loud machinery or because you are sort of tuning it off and you're more in a transmit mode than a receive mode and you've got to spin that around and you got to totally be out on the deck plate listening and asking. sometimes they're going to be afraid to tell you something and i think we've all had the experience where you go down there and you ask the deck seaman or the grunt, how is it going?
nine times out of ten they'll tell you and be honest about it, but they won't volunteer unless you kind of give them the in. i've learned more about this industry that i now find myself in charge of that i thought i knew a fair amount about. i went to merchant marine academy and i had my roots in the industry and kept my foot in it. i was in the surface navy for the better part of my life so, you know, coming into it thinking that i knew what i was getting into you know, maybe not so much especially when i went down and started going aboard ships and asking how things are going, and what are your challenges, and how does this work and policies we're putting forward, how does that really affect you? being willing to listen and take it on board, i think is huge. i have learned so much by just asking how is it going. it has been awesome to hear the feedback and be in a position to actually do something about it.
that is the other part. >> when it comes time to do something about it, you found a problem and learned about it, you can give instructions, but ultimately it may be something that is so disruptive you have to change your organization. organizations are not set up to do whatever it is you need to do. the story is told of kodak as a quintessential organization that didn't see change coming and got run over. i think the truth is differently there. the executives of kodak did know that chemical film was on the way out, andra day invested in digital technology but their organization was just not able to change fast enough. general, you have said that it is not enough in this era to keep up with technological change and innovation to come about the pace of change not only in the technology but also in your organization has to change, has to go faster.
tell us a little bit, everybody, about how you're making sure that your organizations are changing to keep up with today's radically changing times. >> first, i want to thank buzz for giving us our new advertising slogan, go to war on the cruise line. [laughter] thank you. thank you for taking us on cruise liners. >> my pleasure. now, it is easy to change when you have a catastrophe, because then you do the forensic s and then people see, ok, there was something wrong. or probably not something wrong, maybe we just didn't follow the procedures. maybe, the people who preceded us for the last 240 years were not foolish men and women and they wrote a lot of the stuff down. sometimes it just comes down to execution.
but when you see and anticipate a situation, i think that's, those people that i think have been ineffective as leaders, they have anticipated something to happen and then they convince everybody else that is worthy of paying attention to. because people, change is hard. because when you change something when there is a not a catastrophe, that would imply to the people doing what you are doing that they are doing something wrong, which is not the case. so you have to explain look, we did what we did and we did it well, but the situation is going to evolve over time and hear other signs that we see that here are the signs that we see -- evolve over time and here are the signs that we see. i think you get that by reading, listening to others, i paying attention. i think you have to make the case. there is usually others in the organization that see it before you do and they may not be vocal about it, so there is always there.
because as i said, prepare for something that you're anticipating doesn't take away the fact you have to do stuff day-to-day. the day-to-day mission is not going to go away. there's risk if you take time and effort and resources away from day-to-day and focus on something that you anticipate. but when the signs become so clear, you have no choice. i think most people will get on board. so i think that's what we struggle with every day. i think the joint force, i can only speak for the marine corps, it's not that we don't have things that we are doing every day, every organization up your bash up here on the podium has got stuff that they do do today, and they do it in the environment that they do it in, but then they have to figure out, how am i going to do it if the environment changes, if it becomes contested? if we're going to have to not just operate, move and across of communication,
we have to protect ourselves, with a fight to get to the fight, protect our maritime assets and platforms, that were going to -- do we have enough of them? those are the questions that are being addressed anything we are trying to out a way to do that using not just the capability we have today but the capabilities we tried to develop in the future. those cases have to be made, and at some point i think at the end of the day that's why you're somebody who leads the organization. say, this is what we're going to do. then you accept the risk, you own the risk, and then you set the course and then you have to monitor and make sure it goes we think it's going to go. it's never a straight line. you may have gotten some of your assumptions wrong. you may have gotten bad information. the situation changes. situations are not static. your potential opponent may continue to be involved in their capabilities. so it's a very dynamic environment, and again, with the change, the technological change
going as fast as it is, we've got to be even more agile and flexible and adaptable than we've ever been in the past. host: admiral, you want to take it next? >> i think just as the commandant said, change in anticipation of an event or of a revolution is a lot harder than change after a problem. so the question i asked a lot of our navy officers, can we have our pearl harbor moment without pearl harbor? can we get to guadalcanal moment without having a guadalcanal? it's extremely hard to do something like that. i think that moment faces us right now with respect to some of these technologies everybody has referred to, particularly, and secretary lord talked about this morning, this idea of sort of software-based digital-based types of approaches.
and so it is speeding everything up, change and we do business. -- changing the way that we do business. something recently from the ceo of a worldwide global bank. they said it used to be a banquet in network and now i think it is a network with a bank, right? that's kind of a different lens through which to think about doing your business. so instilling a change and giving to the level of performance, responding to the revolution before a catastrophe happens as a, that says it's extremely important. and particularly this one with digital and information systems that's going to bind us all together a lot more closely than we have historically been bound together. we have had sort of the luxury, if you will, of being able to do man, train, and equip and all those sorts of things, and
relative stovepipes. then we can bring it together in the operational context late in the game. i think this digital information-based approach is going to require us to integrate across all of our services and i would say in particular the maritime services, the air force , as well as the army for that matter. everybody is going to have to get into this network from the ground up. because the team that controls that information space, and that's contested terrain just like every other domain now, is going to have a vast advantage, but it will take organizational change to make that happen. host: admiral schultz? >> i think a lot has been said, i think for us the people have are the competitive advantage. how do you create more for rebuilding?
how do you think about managing talents differently so you can be the best and brightest who may not have a 20 year or 30 year career? or how many folks looking forward will approach it the way we did years ago? we've got to allow folks that want to serve, find some portability, permeability, how to bring the skills to the table. we promote officers in one general promotional pool. so for us, how do you bring a team of cyber expert on board and then carry them through and get some return on investment? we got to think differently. i think the question really about change, it is about being anticipatory. what is around the corner? as we look at regulating in the maritime space. autonomous ships are upon us and how do you regulate the safety aspects? we're dealing with that with vehicles on highways. the technology is there. it is how do you take the technology and bring it to a point where we can tell you it is safe to operate and allow that former congress to go on?
we focus on understanding the problems seeking the best talent , and putting the talent against it. i strive to make sure we encourage our folks to take wanted risk and fail fast your . smart failure. if you try something, 85%, it's not looking good, punch out a let's go about our business. wanted risk is very much a part of our lexicon, kind of coupled up with a bias for action. those are the kind of leaders , men and women that we want in the coast guard took position us to work in a really dynamic and constantly subject to change environment. host: great. let's talk about applying these principles to some of the real-world challenges we face. shifting to focus on great power competition, and the new report, pentagon's new report on china just came out and it turns out they are catching up fast, or at least developing major capabilities very quickly. everybody is doing interesting stuff in westpac, both in reaction to and in anticipation of chinese moves.
let's talk a little bit about that. admiral, let me start with you. seventh fleet obviously is down two destroyers and the shipyard fire seems like it's going to make them down a little further. how are you dealing with the ship shortage of there? >> i don't think there's a ship shortage. we had a historic and i think all services, we have more mission then forces to the mission. we're typically at about i think roughly 50% batting average in terms of meeting combat commander demands. that's just kind of what we can provide on a sustainable basis. so we have been it but to adjudicate the priorities within those constraints and meet the missions we've been assigned to do. and so i don't see it so much as kind of a ship shortage thing as how do we get the most sustainable performance out of
the force that we are provided? you mentioned great power competition. it's been mentioned a lot. i want to highlight administrator busby's contribution to that. as we think about great power competition and we think just beyond sort of the superficial tactical, you immediately go to logistic support. that immediately goes towards all of those forces that are under his command, if you will, and without that it's over pretty quickly. so this needs to reconstitute that super important part of our force is really critical to exercising great power competition. and maximizing that sustainable force level that we can provide. i think that's really about the approach. if you come off of that, you know, the fundamentals of maintenance and training and
certification, well then, you're going to, eventually that's going to catch up to you. we are really making sure that as the pace quickens, as new technologies into the fray, as the security environment manifests itself in a really fast-changing world, that we don't forget those fundamentals in terms of providing sustainable forces. bradley: ok. you say you just can't meet most of the requests are half the -- or half of the request from the combatant commands, because there is just so much out there to do. the navy is amid a new force d structure assessment. basically it looks like we are not going to get to the 355 ships or at least not 355 manned ships. we may need to redefine what a ship is. no? ok. >> i don't know why you say that. bradley: let me put it back to you and ask you, how is it going? particularly noting that as i
understand it, it will be compiled over the course of this year with input from the co-coms and if they are already not getting half of their missions met, what's the new fra going to look like? >> the force structure assessment is going to do exactly what you said. it's going to continue to update the navy that the nation needs to meet the global responsibility of the united states of america and then the navy's contribution to meet those responsibilities. the last time we did this was in 2016. that was what resulted in the 355 ship number. there was a lot of structures inside of that 355 ship number. 38 amphibs, 66 submarines, et cetera. and so it's important to understand that structure. so much has changed since 2016 even. this thing is not ancient. but i'll tell you, it's a testament to how fast things are
changing. both the technology is changing in terms of what can define naval power, contribute to naval power going forward. also, the security environment is changing. that's why we're refreshing it. that's primarily a navy effort using other folks outside the navy. then, we are working very closely with the combatant commanders as they update their global campaign plans to make sure that there is an overlap here, so that we are all consistent. in terms of, if general o'shaughnessy needs this particular force to exercise his responsibilities well then, it , would be really great if we had that force available when he needed it. so there has got to be a meeting there of supply and demand, if you will. that's got to be an effort we've got going on, should finish up later on this year, late in the summer, and that will influence
the navy that we strive to build going forward. bradley: while we are on ships, let me ask you, last week, the decision to not refuel the truman was reversed. that's obviously several billions of dollars. now that your successor will basically have to refuel the truman and keep it going, what changes in your overall plan? >> i'll tell you what, as we've said many times going into both the posture hearings and most of the statements we make, active secretary shanahan and everybody said that it was a proposal that had a lot of different elements. one was the truman. we are sort of examining the balance of the naval power contribution of the truman versus maybe some advanced technologies.
right? what's the best mix of forces going forward, again, that gives you that best net increase of naval power. mindful just as we talked about, the forced structure assessment was underway global campaign plans , been updated. and we also said that this was a potentially reversible decision pending the outcome of those studies. so we were always fundamentally prepared to reverse that decision, if that's what the environment showed. the environment showed that earlier than we anticipated. it provides clarity in terms of our way forward with respect to this decision. so it's just a matter of finding the resources to go get it done. bradley: all right. back to the larger question of great power competition and china. general, i guess you have the first squadron of f-35s embarked on westpac. what are the challenges out
there and what do you need to do to meet them? >> well, we've embarked f-35s three times now. they went off the west coast, they went on to central command. 31st have been embarked on the also went down to exercise in the philippines. so the airplane is very capable. the readiness was really good if you get in the higher lot of airplanes that have upgraded to the most recent type of software in them. their readiness has been between 70% to 75%. older planes, we're trying to upgrade those. so the capability is there. i am not going to talk about what they did or didn't do, how they did or didn't do it, because i think we need to get back into a space where we need to be a little more guarded in what we talk about, in what we
do and how we do it. because i think our adversaries are paying attention to that and it matters. so i would just share that with this audience. that's my personal opinion. so what we actually talk about i think needs to be -- because they are paying attention and i don't want to do anything that would give them an advantage. nothing that would give them an advantage. so were in the kind of different place than we were 20 years ago. as far as having a fifth-generation airplane on a big deck amphib, i think that's a capability that advantages the combatant commands and advantages the naval force. obviously where they are in the contact, they have be protected we have to be able to move and position them and maneuver to a position that is an advantage. the airplane gives us a certain capability out there. it will continue to grow as we continue to field more and more of these airplanes. what we are working on the number of concepts on how we can
increase the capability as far as how they are employed and logistics. as you distribute the force, whether it will be a surface base force or land-based force. you have got to be able to sustain it. you have got to be able to move it. if you stay anywhere too long and you're not conscious of your signature, which those of us who grew up in the 1970's and 1980's and we faced the soviet union, we were very conscious of our signature. our electromagnetic spectrum signature. we really haven't had to worry about since the wall fell down because our potential adversaries have no ability to do anything about it. that's not the case anymore. so there is a lot of work going on. anytime a naval force sails off the east and west coast or goes out of japan or okinawa area, there are doing a fleet experiment where they are operating in that environment to condition themselves to be able to do that.
so there was a lot of things going on with our training, in how we expand our future capabilities as we look to maintain an advantage. again, the goal here is to not have a conflict. we are trying to deter, trying to assure our adversaries. but in the pacific, there is a lot of competition at different levels. mostly economic competition. the othersupport elements of national power, whether it he diplomacy, information or economics by being out there with the coast guard -- a lot of missions have a coast guard, they are concerned about their fisheries and they want us to show up and train their military or their naval forces. we can do civic action, and so we are becoming more and more active. not just the pacific a lot but working with our partners.
bradley: admiral, you, of course, are no stranger to the western pacific but you have tighter, when the freedom navigation operations in the taiwan strait recently. that's new. >> we do have a national security cutter support in the seventh fleet and we tend to -- we intend to send a follow-up cutter. it's a different face there. obviously we send that ship to the tactical control of the navy. they did a taiwan strait strand and they did some u.n. security council resolution work against dprk in the diploma before looking at some touch points in the oceana region. you look at how do you compete in this great computing power paradigm below the threshold of ere we bringa unique skills. we're having conversation with the white house national security council on that. i would pivot to recent event. two weeks ago today we awarded a contract for the polish security cutter, the first recapitalization had icebreaker
capability. by no coincidence we put what we call the arctic strategic outlook out there and it really refreshes a plan that my predecessors put out six years ago in 2013. that talked about the arctic as a place of safety, security and cooperation. new talks are about the same factors, but it is really about computing power. we got china operating six of the last seven years off the alaskan arctic, obviously paying attention to what the air force is doing in places like elmendorf and other places, you know. they are a self-declared near arctic state. that's of interest to us. there's about 13% of the world's untapped oil. 90 billion barrels is up there on the ocean floor. nickel, it is a geographically, geo-strategically competitive
space. i think former secretary mattis was up there talking about upping our game in the arctic. and then look to the antarctic. the high latitude on both ends of the polar regions although that. 10 i is asserting its place down there as well. we find ourselves as a coast guard in that great power model while trying to forget what sort of those offsetting capabilities and capacity we can offer . capacity to support, capacity to support marines and places where we have a lead role like the high latitudes. bradley: sunday icebreaker contractors out. the competition didn't go quite like everybody expected, but it got awarded. what's the plan for next year? the coast guard is unique because you basically have to make the plan every year. >> first, i think the contract went quite well. we had five industry teams that participated and did some work for us to drive down acquisition schedule cost risk. our decisions were informed. we are on an aggressive timeline to do this. the award went out of vt halter
a couple of weeks ago. we're off to the races. my tenure when we started was a 613 strategy. minimum of six icebreakers, three heavy. we change the designate from heavy icebreaker to post security cutter. to capture the reflected difference of the space, the geostrategic competitive nature of the space now. so we are excited about the award with the support of the administration and the support of congress. i think for us we got to go back to the till. we have to carry that high in and acquisitions budget. but right now, we enjoy support from the administration. we enjoy bipartisan bicameral support on this being an imperative for the nation. that we awarded the contract on, essentially replaced the 43-year-old want today. by 2024, we are hoping to have that ship operational. she will not be, she will be
close to a 50-year-old ships, and we have got her on life support. but the first polish security cutter, it gives us some increased presence in the high latitude region. ofsent equals influence their -- present equals influence of their. there is increasing activity in the high latitude region. bradley: are you looking to award second hull in the next year? >> we are looking, there's money in the budget keeps them coming forward. there will be another tranche of money to get after award the second and the third period between now and 2020 we're 2027. hoping to fill at least three of those polish security cutters and have further defined strategy of what the real needs are. bradley: all right. administrator busby, i see that you alluded to your vital role in transporting forces. last year you said we were on the ragged edge of being able to conduct a large-scale sealift operation to move our combat forces overseas. that was a year ago. revisit that statement.
>> i could say the same statement again this year i'm afraid. in terms of actual numbers, we have not gotten any healthier. we still have about 81 u.s.-flagged internationally-trading vessels in the world today. we still have 60 in the maritime security program, 46 regular 15 that the plus military command operates. the thing that has changed is the readiness of those ships has slipped even more than last year. manning-wise, we are about the same. we still have we believe about 1800 or so mariner shortfall for a prolonged sealift effort. but really, things are not going to get markedly better until we start getting more ships along the line. the good news is we are getting much more visibility on the issue.
cno and i have talked about this. his staff and my staff have been working along with trans calm to -- with transcom to come up with a program on how to afford and get the sealift the vision it needs. we have a path ahead that congress has bought into. it is three-pronged. most of you have heard of it. it will service life extends several of the ships past the age of 60 by upgrading their systems, getting rid of some of the obsolete systems and keeping them viable because the capabilities they bring are so critical. we will go out on the open market and procure some existing, newer ships, make
modifications as required to make them more military useful, and phase out some of the older, 44-year-old ships, especially some of the steamships we still have. we have 24 of those operating as part of the regular reserve force. then we will have new builds. as you all know, the navy has a pretty large order and a lot of plans for building a lot of ships and we have to prioritize where the sealift will fit into that. we are working to figure out the right type of ship to buy, the quantity to buy, and when. so i guess the good news is while we still are a bit on the edge of being able to provide a solid sea list over a long time, we are moving in the right direction and we have a plan to get there. bradley: i have one more question than i will turn it over to you folks, so please get your questions ready and we will be there in a second. the last question before we open it up, let's talk limit change
we have many -- climate change. we have many other threads in the world russia, china, isis, , north korea, but climate change at this point is inexorable. it is coming for our bases, our coastlines. it's going to exacerbate resource competitions in many ways. how are your services grappling with this and do you need to do more? >> it's primarily going to impact commercial ports. we have 17 strategic ports located around the country, which will be our power projection platform. where we need to bring our gear and load our ships overseas. when i visit those various ports, i typically always ask, what are you doing in terms of making yourselves more resilient as the waters rise. bradley: are people doing enough? >> they are doing what they can.
i do see evidence of things being raised to higher levels. a lot of electronic systems are being moved to higher platforms as they are being rebuilt and redone. some areas are more difficult than others. down in the hampton roads area where i live, it is probably one of the more challenging areas where you have not only sea rise sinkage. sin it's coming together even more quickly. i know the navy is challenged with figuring out what they are going to do. again, as we go around, the ports are aware of it, and they are working on taking action for the future. to the extent they can. >> i would say similar. we are in a good phase as far as shipbuilding. i talked about the port security
cutter, we're building national security cutters, we started cutting steel with shipbuilding 25 controlanuary 4 cutters. we are building out a program of fast response cutters. we have major acquisitions to our infrastructure. each location we go to, we have to have our engineers factoring in the backlog for sure infrastructure. so when we get a bite of the apple, we are investing for a half-century. we need to inform our thinking with the best knowledge we can. pivoting up to the high latitude. i think we are bringing back to our design work in our thinking. i am kind of agnostic to the science, but there is a demand signal up there, there is ice right now -- we are up there, and they say that the increased presence, it is not year-round
access even if you have a fleet of security cutters tomorrow, it is increased access through the seasons. we are informing all of our thinking on the topic of climate change. bradley: general? >> we still haven't recovered from hurricane florence, so it's not just the level of the water, it's the storms and the floods. whether it be fires were florence like in the air force base in nebraska. we know that all the new buildings suffered no damage. so you're going to have to build buildings to a different standard. because we are a naval force, we are part of the sea service. we will be or dear the coast so we have to be somewhere -- we will have to be at or near the able too we have to be get to the sea. with an over $3 billion bill at camp lejeune, there can maybe be a supplemental to address that.
as of the commandant thad, where we put our buildings, do we -- as the administrator said commendably find the high ground? you have different design specifications. we are looking at where we are and what the long-term projection is for those places and what it would cost us to move them. the bill is pretty substantial. you think about the idea, hypothetically, if you had to move camp lejeune or camp pendleton, what would you do about that? where would you go? where would the money come from? we are paying attention to it. it's a sobering thought. right now, though, we are trying ejeune fixedvision fixel and get ready for the next hurricane season which starts in less than 30 days. >> i think i would reinforce what he said. anything new is built to standards that accommodate climate change.
to admiral buzby's point, the current situation, the legacy infrastructure, we are working very closely to do what we must to make sure that is resilient to rising sea levels. and just like he said, working community. we are not just an island onto to ourselves, most of the time there is a community that is affected. so we want to be good community partners as we work through that. i would like to strum on something the commandant said which is the arctic is a very dynamic situation in response to climate change. seaways are opened that have not been open in our lifetime. the arctic ice caps are the smallest they have been since we started measuring it. continental shelves are exposed that were not exposed before. dynamism mandates a response from our maritime
forces in particular. the coast guard and navy are working very closely together on that. the commandant mentioned our capacity. if we could add our forces together, but also, we get tremendous value from partnering with the coast guard because of their authority. law enforcement authority and those sorts of things that we don't inherently have in the navy, by putting a low enforcement attachment on board a u.s. navy ships, or sharing intelligence with the coast guard cutters, we really do partner effectively both in the arctic and the caribbean, the drug zone, if you will, to make the most out of those forces. >> the modern buildings are resilient. when harvey hit houston and dumped 52 inches of rain in 36 hours, we had a new facility there and we would not have been able to rescue 11,000 people in 72 hours without having a modern
facility, there was a clear take away. a modern resilient facility was a game changer. so we look along the coast guard , but also the marine corps. those investments are essential. ready, relevant, responsive coast guard. you have to be what to deliver the services america expects, that resilient infrastructure. bradley: thank you. ok, who has a question out there? sir? >> i am retired navy. i work for a california software company now. it feels appropriate to ask about partnership with the industry. admiral, i know in design 2.0, you talked about how one of your goals is to advance the navy 's partnership in the industry. can you speak to some of the successes you have enjoyed in
the time that you have been in the saddle, and maybe some of the weak areas we need to work on together? >> great question. our general approach in terms of partnering with industry is to bring industry into the conversation much, much earlier than has traditionally been done. i walked to the floor before this panel and they were having exactly a conversation about that conversation. so, what can we do with that type of dialogue early in the process? it will allow us to define the trade space between what is technologically available and achievable, and what the requirements are for the systems that we are building. then we can proceed with something that is much, much better than we have in the force right now. it may not be time travel, but
it will be way better than what we have right now. and by virtue of understanding the technology space better with input from industry, we can proceed with a lot more confidence in terms of cost and schedule. then what we will do is make those steps a lot more rapid. so, we can deliver capability to the fleet. kind of the theme of the first event here, the breakfast this morning. some near-term successes, the q25 is one of those, where we brought all of industry in very early and we are going to go put something that was defined in 2018 that will integrate into the air wing starting in 2000 -- well, as soon as possible, but around 2023-2024. that's faster than aircraft programs have been going for some time. the frigate is another example. conceived in 2018. we will have a contract to start
building in 2020. a lot of that success was achieved by bringing industry in faster. i tell you, i will just echo what secretary lord said this morning. there is one area where we need to think about this differently. in the acquisition and maintenance of software. the whole private practice, the state of practice in industry, you don't buy software like you buy a ship or an aircraft. so creating that special environment, authorities, colors of money, whatever it might take so that we can achieve and maintain software. importants i said, so going forward. we need to do that so that we can maintain the pace required to stay in that regime.
>> thank you. i have a question for admiral schultz and then a question for admiral richardson. admiral schultz, i just wanted to clarify something you are saying about the fy 20 and fy 21 funding. did you say you are in fact planning to award contracts for the second and third icebreakers? >> no. in fy 20, the president's proposal has about 35 million dollars for the polish security cutters program. that keeps the program marching forward. 21 and beyond budgets, you will see larger apps for the polish security cutter. ideally, if you look to our capital investment plan, you will see between now and 2028, we hope to deliver on those first three cutters. 20 is bridging money to keep
the program going forward. , you can anticipate a larger ask. we are tied in with the innovative project team with john richardson's folks at the pentagon and that puts us on pace on the budget. >> ok. you talked about unmanned systems. as capabilities improve, do you anticipate at some point the navy will count those vessels particularly the larger ones toward your total battle force ship count, and is there any consideration being given to doing that as you conducted this ongoing four structure investment? >> it's kind of a theoretical discussion at the end of the day. i could put it toward the ship count, but it won't fool anybody. so the thing that really matters is how much naval power to those platforms deliver? that is the thing we are after.
in whatnot so caught up counts against the battle force. because if that platform, manned or unmanned, delivers the requisite amount of naval power assignableilable and by the theater commander, then ok, that contributes to naval power. at some point, that might come to counting against the battle force or not, but we have to be careful to make sure we are not constructing something that counts on the tally but really doesn't deliver naval power. at the end of the day, the real metric is power and not so much ship count. >> on the flipside of that coin, regardless of how the unmanned systems go toward that total ship count, if you bring more of those capabilities online, do you think that could reduce the requirement for other classes of
manned ships, potentially? >> yes. unmanned platforms inevitably will become more capable and comprise more and more of the net naval power we deliver. given that the nation needs a set amount of power, and that's composed of many components, you can definitely see and anticipate some adjustments within the composition of the naval force. >> great, thank you. >> let's go to this question. next thank you. >> given the increased effort in -- that increased investment in directed energy, do you see in the future small-scale nuclear power at the 1-10 megawatt level playing a larger role in the force structure?
>> i guess i will take that. >> i am hoping you will take that. [laughter] >> we tried that already. >> another question back here. >> i would like to ask you about the news of the day, the national security adviser president announcing a new strike group to the persian gulf and bombers to the region in response to a threat posed by iran. two question, for you. was this a preplanned deployment or in response to some new threat? if so, what is that threat, and what do you expect this deployment is going to achieve? >> the abraham lincoln strike group was planned to deploy for some time now. i think that this recent news is a great demonstration of a concept we have all been kind of getting after which is dynamic force deployment.
it's particularly germane to naval forces which are dynamic by nature. a ship, a strike group, an amphibious ready group, coast ared cutter, these maneuvering forces by design. they are designed to move around the globe very fluidly in response to security situations. i find it very encouraging that while the abraham lincoln strike group was out exercising in the european theater, if the dynamic changes and national leadership forcets or orders that package to go to a different theater, it is really just a matter of how very fluidly and dynamically getting all the power to move to that theater. >> so has the security situation changed with the iranian government? >> i think if you just read secretary bolton's remarks, you
have the answer to your question. >> thank you. >> over to the side. >> >> i recently acquired my license. my question is for admiral richardson. i was attached to the john mccain and the fitzgerald. my question is, due to those collisions, what new training has the navy implemented for young officers? if that happened on my watch, i would very well lose my license. >> it is a very long answer to my question. read my congressional testimony, it provides a lot of that. i can tell you, we have really overhauled training from a career standpoint so that each one of our officers, particularly surface warfare officers, are spending more time
at sea to get the experience that they need, and more time at school to get the training that they need. when you walk on the floor, you can see some examples of a great trainers we are delivering to concentration areas. that allows not only career training but also team training for each of the ships in those different home ports. so you see a much, much more robust approach to training now. and a more robust approach to assessing that training as well. you don't get full credit for participation. you have got to pass the exam as well. so it is really a comprehensive approach so that we can move to , moving intoerate a climate where we are really trying to achieve best ever performance out of our surface ships.
rewind, i think i said secretary bolton, i meant ambassador bolton, of course. apologize if i misspoke. >> gentlemen, first of all, thank you very much for coming and being willing to put the bull's-eye in the center of your chest. given that, in talking about personnel as being one of your bowl marks and one of your key issues, looking to the future, a power competition similar to the , similar to the cold war era, and also, the new challenge of the retirement system, we may see people getting out of the service earlier and earlier, the reserve component becomes more and more of a critical factor. back in the cold war, we were able to count all those reserve members as total end strength. bradley: and the question is?
>> what are you doing to keep and maintainength those people so that they can plug in at the senior level? >> i will go first. so we are not looking to increase. 38,500 marines in the active reserve and another -- everybody ends up in the irr. for the active reserves, we are always encouraging people when they transitioned to consider joining a reserve unit and mobilizing. we are reorganizing the reserve take advantage to a greater extent of those civilian skill set individuals have. we have also much more aggressively than in the past, used a significant amount of reserves in the last 18 years to be mobilized and deployed as part of operations in iraq and afghanistan. we are continuing to do that even though the numbers have gone down.
we continue to deploy reserves in the pacific aor. we are conscious of readiness because people join an organization like the marine corps or the navy, or the coast guard, or the merchant marine, i believe it is because i want to go somewhere and do something. they want to contribute. if you don't give them that opportunity, it is hard to encourage them to stay. we want to make sure they get an opportunity to do that so that readiness stays up. but right now, as far as and , weeasing the end strength are not trying to do that. i will say, the coast guard has an auxiliary, which i think is a very effective model. we are trying to look at that and see if we can get four -- for certain skill sets like cyber and other areas where we could get individuals interested in joining the marine corps auxiliary. civilianpply their
talents to help our marine corps be more effective. bradley: let's see if we can squeeze a few more questions and. >> with the air force currently embracing multi-domain command and control and the army seemingly embracing it, where does the navy stand and -- in reference to supporting those two concepts or a concept similar to multi-domain operations, or multi-domain command and control? >> i think we are all of us involved in that. we may call it a little different name, but we are united in that effort. >> i would second that. when the army's working in multi-domain battle or operation, we are co-signatures in many of the initial documents. between us whether it is maritime operations, contested environment multi-domain battle,
, anything else. if you looked at the highest priorities of all the services, i think you would see that command and control and a multi-domain environment and all the domains of battle space have resilient command-and-control, reliable and recoverable command-and-control, which includes power. power is an issue. i will not talk about nuclear power. but you have to have energy to drive these systems. i think we are all in the same place. bradley: over here. >> thank you. i echoed the appreciation from everyone else. i am semi retired. i recently had a conversation with a european ship builder who recently said the commercial shipbuilding industry around the globe is under direct threat by the chinese shipbuilding industry. to the point where they can't even compete anymore and they can't sell ships.
i was wondering if you are aware of this, if you share this concern, and what if anything we should be doing about it. i guess this question is for buzz. >> yes, it is. even the koreans, who have been real leaders in shipbuilding over the years, are getting very nervous that the chinese have come on so strongly and are so heavily underwritten by the government for those shipyards to go forward. there are even branching out now into cruise ships. they have spent a lot of time the in europe talking to leaders in that industry and they are looking to start building cruise ships in china. , theand the heck by orbiter to take over that market as well. it is very concerning.
the reason there is still shipbuilding going on in our country because of government contracts and the jones act. those are the only two reasons we still have shipbuilding and ship repair going on in this country, otherwise it would all be overseas, too. >> ict the more over here. >> thank you for your service to our nation and our navy. you mentioned that centralized command is a fundamental catalan commandmental philosophy. the command-and-control philosophy has obviously changed. how do you balance the desire of higher command to be involved but still have decentralized authority that has been the bedrock of our naval tradition? >> it's a great question. what it takes is a little bit of appetite suppression from the superior commander to make sure the coordinating commander is allowed the chance to develop.
so it is time-tested ways of getting about that. in terms of, how much risk if you will you are willing to cede to that subordinate commander and then letting them operate with full authority inside that operating space. i'll tell you what, if their immediate response or immediate instinct is to get on some kind of cell phone and try to call the boss, you are probably breeding habits that are not when to serve us well operations go down and the first point of attack is the network. that network will degrade. we are going to make sure the enemy's network degrades worse. but at the lowest point of network connectivity, we're going to need to operate in a
distributed manner guided by command intent and then he'll thatetwork -- heal network faster than our adversaries as well. you have to be much more deliberate about it now because it's so easy to reach out and touch that person. having said that, there may be some of those very important decisions where you want to do what you can to connect. if the situation is dynamic, the idea of command feedback does still involve communication, so you want to continue to maintain what you can. i'll defer to the general. >> it is a really good question. because if we have perfect conductivity, you are right, we can see everything and you have near 100% visual perception what's going on. if things start to go bad, there is a higher up and you fight the urge to potentially intervene.
does, itthe system gives to the advantage to help anticipate. i will give you an example. is the unit is in contact and they report they are in contact, .ou can monitor other nets if they request a medevac, or you can anticipate they are going to request a medevac, you can facilitate that and set those assets up at higher state of readiness to support that back to there going days of what we would call maneuver warfare, mission command, because network is not going to be there. i'm operating on the assumption that most of our training -- network we experience with 100% connectivity, with surveillance, with all the radar pictures and all that stuff, it is not going to be there.
egregious,se or more it is there but it is not accurate. it is not the correct picture but you don't know that. we are going to have to be more capable in writing mission that peopletrust will execute the fight within their own space, be aware of who is on the right and left, then fight through your organization or whatever they are fighting, and they are going to do what they need to do because they understand the ultimate and state. that is part of the training change. we have to foster that. in training you are allowed to make mistakes and you have to put people into position where they can exercise their initiative and make a mistake. kept to aakes are minimum. >> real fast. >> thank you. i'm from "arctic today."
mentionedspencer has of freedom of navigation exercise in the arctic.i want to know when that might happen, how likely it is, and how it would go with the navy and the coast guard. thank you. we are just interested in making sure -- i wouldn't necessarily call it a freedom of navigation exercise in the legal sense that we do around the world as part of the program, but just navigating in these free navigable waters. we want to make sure that as navigation channels open up consistent with our sovereign responsibilities, we are in arctic nation, that we are getting up and remaining familiar with those operating in the high north. i think there has been a steady activity, both
the navy in the marine corps and the coast guard as they continue to be present as these waters open up. >> i have been up to the arctic with secretary spencer, and we are keenly interested in doing a maneuver in the northwest pass. the coast guard in the navy could team together, and we are projecting the strength of that norway.ercises off of wheres the place aecedents equals influence, joint force conversation. -- this isward something i want to be a part of in the future, whatever it looks like. >> all right. that will wrap it up. >> my apologies, can we squeeze in one question for dr. london? i had to rush to the microphone. >> thank you.
i have long been interested in the vulnerabilities associated with the electromagnetic spectrum. information warfare, electronic warfare, cyber, all the rest of it. get an expression of your views of how that is a priority in the threat spectrum that we face around the planet. sorry, sir. you said the priorities of the what spectrum? >> electromagnetic warfare. >> we have an adversary that has anda lot of money into ew electromagnetic spectrum management and threats. my question is how do we see that as a priority in terms of the vulnerability, and what are we going to do about it? what is the priority of the national security executives in this area? >> i will go first.
to me, that's number one. it is all tied together. we create a system of warfare dependent upon the network, and if the network is not there we will operate in an integrated environment. the first shot that is going to be fired, there's a fight going on right now in cyberspace and the information space and on the spectrum, and you are right, our potential adversaries, they are out there developing increased capabilities and we are doing the same thing, trying to raise our game to increase the number of people we have operating in those domains. probably the biggest organizational change in the last four years was taking a command element headquarters and turning it into an information group, increasing the number of marines that are involved with com,omponent to cyber because we know that is where start, ands going to
if we are not there and if we can't compete, the fight will end there also. >> same with the navy. if you want to go back a few years and compare them with now, if you think about the way we have traditionally thought about naval warfare, undersea surface and air. there's a fourth pillar now, information warfare, and they look structurally exactly like the traditional war fighting colors. they have a three-star commander, a representative on my staff, the three-star operational commander, and informational warfare development center. that's a fully fledged part of our work right now, designed and built to go after this problem. >> ok. and that's where we will leave it. guests, andank our
all of you for coming in for your excellent questions. enjoy the conference. [applause] [captioning performed by the national captioning institute, which is responsible for its caption content and accuracy. visit ncicap.org] [captions copyright national cable satellite corp. 2015] ladies and gentlemen, if we could have everyone clear the room, we have to get ready for our luncheon. thank you. >> more now from the navy league conference chief talking about recruitment and retention efforts in an era of historically low unemployment. following that, the naval chiefs of germany, new zealand, and romania look at the maritime security operations of their countries, potential alliances with the u.s. a